Entrepreneurial orientation and firm performance in a sanctioned economy – does the CEO play a role?

Cannavale, Chiara; Nadali, Iman Zohoorian; Esempio, Anna

doi:10.1108/jsbed-11-2019-0366

Cited by 31 publications

(26 citation statements)

References 82 publications

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“…Reduced number of public projects (Mirza et al, 2020;Sahoo and Ashwani, 2020;Rapaccini et al, 2020;Ivanov, 2020;Xu et al, 2020;Sen et al, 2020) P04 Downsizing of existing projects (Miller, 2020;Borland and Charlton, 2020;Williams and Kayaoglu, 2020;Friedline and Chen, 2020;Prawoto et al, 2020;Cannavale et al, 2020; interview) P05…”

Section: Data Collectionmentioning

confidence: 99%

Critical analysis of pandemic impact on AEC organizations: the COVID-19 case

King

Rahman

Fauzi

et al. 2021

JEDT

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Purpose This study aims to investigate the interrelationships between COVID-19 pandemic impact and architectural, engineering and construction (AEC) organizations. To achieve that aim, the objectives are to: identify the critical pandemic impact (CPI) of COVID-19 on AEC organizations; compare the CPI between the different organization characteristics; and analyze the interrelationships between the CPI. Design/methodology/approach A systematic literature review of 519 articles and in-depth interviews with 40 AEC practitioners were carried out, yielding 12 COVID-19 impacts. Then, data on the 12 impact’s criticality were collected through a survey among AEC practitioners. In total, 127 valid responses were received and analyzed using mean ranking analysis, analysis of variance and Spearman’s correlation. The findings were also compared with pandemic impacts from prior works. Findings Five CPI exist among the 12 impacts, namely, “reduced construction productivity,” “reduced foreign investment in the construction industry,” “reduced demand on construction-related works,” “disruption in the supply chain” and “reduced number of public projects.” “Reduced foreign investment in the construction industry” and “reduced demand on construction-related works” significantly impact small-medium enterprises than large enterprises. Also, “disruption in the supply chain” and “reduced construction productivity” are recurring impacts in all countries compared. Finally, moderate relationships exist between “reduced foreign investment in the construction industry” and “reduced demand on construction-related works” and “disruption in the supply chain” and “reduced construction productivity.” Originality/value The findings can be used to prioritize available resources in developing short-term responses for COVID-19. Also, action plans can be developed to mitigate the CPI from recurring.

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Section: Data Collectionmentioning

confidence: 99%

Critical analysis of pandemic impact on AEC organizations: the COVID-19 case

King

Rahman

Fauzi

et al. 2021

JEDT

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“…The extant entrepreneurship and small business literature have stressed the significant role played by the key decision-maker; it thus means that the EO of the firm is highly likely to be a direct reflection of the cognition of the firm's key decision-maker (Liñán and Chen, 2009;Shane, 2003). Further, it is difficult to clearly differentiate between the key decision-maker and the firm, specifically in SMEs, as evident in other studies (Cannavale et al, 2020;Tang et al, 2017). Accordingly, this study will investigate the influence of institutions as manifested in the key decision maker's internalised cultural values and perceptions of government regulations in shaping the firm's EO.…”

Section: Institutions and Eomentioning

confidence: 97%

The interactive effect of cultural values and government regulations on firms’ entrepreneurial orientation

Chew

Tang

Buck

2021

JSBED

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PurposeConsidering that the social-cultural context is important as in which the entrepreneurs are embedded to conceptualise entrepreneurial orientation (EO), the purpose of the study is to explicate the influence of the key decision-makers’ internalised cultural values and perceptions of government regulations, to offer nuanced explanations of micro-level variations in EO of firms embedded in the same institutional context.Design/methodology/approachUsing a quantitative approach, relationships are explored in a sample of 201 Malaysian small- and medium-sized enterprises (SMEs). Partial least squares structural equation modelling (PLS-SEM) is used for the sample, and an additional test is conducted for a robustness check.FindingsThe study finds that three cultural values of the key decision-maker, namely individualism, masculinity and uncertainty avoidance, exhibit a significant association with the EO of the firms. Further, the analysis reveals that the positive effects of individualism and masculinity are enhanced when moderated by favourable perceptions of government regulations to entrepreneurship.Research limitations/implicationsThe study uses a single key informant in data collection, therefore, the possibility of single-respondent bias. The results must be interpreted in light of these limitations.Originality/valueThe study contributes to the existing literature regarding the relationship between institutions and entrepreneurship. Specifically, it articulates a microfoundations lens to explain the influence of institutions in terms of key decision-makers’ internalised cultural values (informal institutions) and their perceptions of government regulations (formal institutions) on the EO of the firm. It further elucidates the need to embrace informal and formal institutions as interdependent factors instead of treating them as standalone constructs in entrepreneurship research and policy design.

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“…Furthermore, in the local context of Yogyakarta, Indonesia, we argue that SMEs producing fashion products are representative of the creative industries, which relates highly with their efforts to market their specific products or the so called market culturalization (Cannavale et al, 2020). In doing so, they need both BD and CD mechanisms in their ambidexterous actions to ensure their performances are good and secure.…”

Section: Social Network Ambidexterity As a Mediating Variablementioning

confidence: 98%

“…Of course, these strategy voters generally do not aim to be pioneers in their business domain (Cao et al, 2009). To reflect such dynamics between these two ambidextrous variables, this paper refers to the work of Cannavale et al (2020) in establishing a more contextual point with the following two consecutive hypotheses:…”

Section: Jeee 135mentioning

confidence: 99%

The dynamics between balanced and combined ambidextrous strategies: a paradoxical affair about the effect of entrepreneurial orientation on SMEs’ performance

Nofiani

Indarti

Lukito-Budi

et al. 2021

JEEE

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Purpose This study aims to provide empirical findings of the extent to which the ambidexterity found in innovation and social networks will mediate the relationship between entrepreneurial orientation (EO) and firm performance (FP). This study also compares the ambidextrous strategy between the balanced dimension (BD) and combined dimension (CD) and examines their contribution to the small- and medium-sized enterprises (SMEs’) performance. Design/methodology/approach The current study used an explanatory research design by surveying a total of 205 fashion firms’ owners/managers in Yogyakarta, Indonesia, using a semi-structured questionnaire. Path analysis with mediating tests and independent t-tests were used. Findings The results revealed that innovation and social network ambidexterity mediate the relationship between EO and the SMEs’ performance. One ambidextrous strategy, the BD strategy, is superior to the CD one. The study makes an interesting discovery: the CD strategy apparently dominates FP when EO does not exist. Practical implications The study suggests that no ambidextrous strategy (i.e. BD and CD) used by the SMEs can fit all situations. In detail, the study provides four different strategies for SMEs to build organizational ambidexterity, namely, innovate and sustain; elevate; expand; and collaborate and survive. It is also suggested that the SMEs consider two main principles when dealing with an ambidextrous strategy, “anything that is too much is not always good” and “one size does not fit all.” By doing so, the SMEs are expected to be able to use internal and external resources and choose the most appropriate ambidextrous strategy to respond to the relevant situation (e.g. the changes of consumer behavior due to the COVID-19 pandemic). Originality/value Using a dynamic capability approach by integrating two perspectives, i.e. the internal (resource-based theory) and external (resource-dependency theory) perspectives, makes the study relevant and valuable to better understand the role and type of ambidexterity among SMEs as a mediating factor between EO and FP. This paper breaks new ground by confirming a paradoxical phenomenon concerning organizational ambidextrous practices within SMEs. Additionally, four strategies for ambidextrous were developed to respond to the anomaly.

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Entrepreneurial orientation and firm performance in a sanctioned economy – does the CEO play a role?

Cited by 31 publications

References 82 publications

Critical analysis of pandemic impact on AEC organizations: the COVID-19 case

Critical analysis of pandemic impact on AEC organizations: the COVID-19 case

The interactive effect of cultural values and government regulations on firms’ entrepreneurial orientation

The dynamics between balanced and combined ambidextrous strategies: a paradoxical affair about the effect of entrepreneurial orientation on SMEs’ performance

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